How Many RFIs?
Contractors and owners frequently seek to make a claims issue based on the total
RFIs on a project. The overall quantity of RFIs is not necessarily a measure of the
quality of the construction documents or the architect’s services. They can just as
easily reflect the poor quality of the contractor’s services or they may be an attempt
to obtain clarifications that the contractor in the course of planning and coordinating
the work should have made. An unsophisticated or inexperienced contractor may
request more information than one with more resources and experience. The simple
fact is that contractor-generated RFIs cannot be presumed to be valid.
It is the timing of the RFIs and the nature of the information requested that
determine the impact to the project and not the total number. RFIs are a common
communication tool in the industry today, and the overall quantity is just as likely
to be a measure of the way the contractor or construction manager administers the
work rather than a measure of the quality of the construction documents or the
architect’s services.

for Information, clearly states on the instruction sheet that the document can be used by all
parties.
W hile Req uests for Information are a
common tool frequently used between contractors and architects in the design and construction industry to facilitate communication,
some contractors use them to facilitate making
claims. Contractors who want to send RFIs seem
to generate more, and contractors who do not
want to send RFIs seem to generate fewer.
A high number of RFIs on a project does not
always indicate shortcomings on the part of the
design professionals. Inexperienced construction staff who struggle with reading the drawings, accelerated project schedules, and poor

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Simply trying to cite statistics without presentation of RFI content and a detailed
cause and effect analysis is no justification of damages or delays. Further, it is the
timing of the RFIs and the nature of the information required as well as the cause
and effect relationship that determines the impact to the project.
Obviously, the architect’s documents, if insufficient, can cause more RFIs. Just
as obviously, insufficient contractor services, or intentional prospecting for RFIs by
the contractor can result in even more RFIs.
However, be assured that contractors who do not want a large number of RFIs
generally do not have a large number. They strive to find the information they
need to construct the building without over-complicating the cumbersome and
time-consuming RFI process. You will find that they employ some if not all of these
approaches:
• experienced employees
• an effective Contractor’s Work Plan
• thorough research
• efficient meetings
• effective trade coordination
• early project buyout
• early issue resolution
• pre-installation conferences
• good relationship with owner and architect
• claims avoidance
The RFI process can be used to make money in excess of the contract instead of
for its true intended purpose, but such actions do not yield the quality or efficiency
that is otherwise possible. It is interesting that some contractors are not as concerned
about their reputation or their track record in project delivery as they are with RFI
proliferation. It would be interesting to see the results of a project where a primary
objective of the project team was to have the fewest RFIs possible.

preparation by the contractor can be among the
causes of increased RFIs.
RFIs are an acute source of consternation
for design professionals when they are used in
a frivolous or unfair manner. Send us your war
stories. Tell us how many RFIs are reasonable.
Do you have a procedure for controlling the
number of RFIs on your projects? Share your
experiences with others in an effort to develop
strategies. The next time you’re staring down
the barrel of a tough RFI, stay focused, use your
resources, and please heed our warning, be
careful out there.
Grant A. Simpson, FAIA, serves as a consultant on project delivery for several international firms where his responsibilities

included construction documentation, project management, and
loss prevention activities. He has served on the AIA Practice
Management Advisory Group and currently serves on the AIA
Risk Management Committee.
James B. Atkins, FAIA, is a principal and chief risk management
officer with HKS, Inc. He has served on the AIA Risk Management
Committee and has chaired the Architect’s Handbook of Professional Practice, 14th Edition Revision Task Group.

This article is intended for general information
purposes only and does not constitute legal advice.
The reader should consult with legal counsel to
determine how laws, suggestions, and illustrations
apply to specific situations.